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Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.

Supporting the Business Strategy with a Robust Leadership Pipeline

SHRM-Atlanta HR Conference April 2013

David Brookmire, Ph.D.

President, Corporate Performance Strategies Don Thriffiley, SPHR

SVP Human Resources, Flowers Foods

Agenda

• Talent Management Best Practices • Flowers Foods Case • Applications • Wrap-up

Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved. 2

How would you rate your talent management effectiveness?

1. Very ineffective 2. Ineffective 3. Competitive 4. Highly Effective 5. Best Practice


How did leaders rate talent management effectiveness?

1. Very ineffective 2. Ineffective 3. Competitive 4. Highly Effective 5. Best Practice


Talent Management Process

Phase I

Phase II

Phase III


Business Alignment

• Linkage to business

• CEO and senior leader involvement

HR Functional Excellence

• Leadership Strategy

• Broadcasting competencies

• Multi-faceted talent assessments

• Rigorous management of talent

Implementation

• Multiple methods of leadership development

• Accountability

• Tracking key metrics

Phase I Phase II Phase III

Vision Become the

#1 Brand around the globe for specialty products.

Strategy Improve brand

recognition and execution.

Look for

acquisitions in areas to help diversify our

products.

Implement continuous

improvement in our manufacturing

facilities.

Upgrade our talent and build sufficient

bench strength.

Eliminate our long-term debt

requirements.

Invest in the infrastructure to support planned

growth.

Leadership Strategy

Leaders need to

develop M&A core competencies

Must create a culture

of continuous improvement

Accelerate the acquisition and development of

talent for key roles

Greater collaboration among leaders to

bring new initiatives to market faster

Need culture change to innovative vs. risk-

averse

HR Initiatives

Strategic Succession

plans, integrated

talent programs

Tactical Workforce planning and restructuring,

performance management, hi po training

Foundation Introduce new technology

platform, U.S. policies on talent movement, hire CLO


Linking HR with the Business

CEO Involvement

How many days per year does your CEO spend in talent development?

• 0 - 2 days per year • 3 – 5 days per year • 6 – 9 days per year • 10 – 15 days per year • 16+ days per year year


7

Leadership Strategy


Leadership Strategy

Quantity of leaders needed

Qualities desired in selection

Competencies needed to

implement the business strategy

& create the desired culture

Collective leadership capabilities

Desired leadership culture

Broadcast Competencies


Teamwork

• Subordinates personal goals to those of the team.

• Actively participates in team activities.

• Supports, not competes, with team members.

• Willingly offers to help others without waiting to be asked.

• Shares credit with others.

• Identifies with the team and is proud to be known as a team member.

Multi-faceted Assessments


Exce

eds

Expe

ctat

ions

M

eets

Ex

pect

atio

ns

Doe

s N

ot M

eet

Exp

ecta

tions

Leadership behaviors - the “How”

Rigorously Manage Performance


Seasoned pros

Does Not Meet Expectations

Meets Expectations

Exceeds Expectations

Leadership issue / future

top-grading possibilities

Top talent

Top-grading priorities

How Leaders Develop


Experience • Full job change • Job restructure based on

development needs

Exposure • Special projects and assignments

Feedback & Coaching

• 360 feedback and executive coaching • Coaching by a skilled manager

Education & Training

• Motivated self-development • Classroom training

Val

ue

CCL Research

Individual Leader

Effectiveness

Leading Effective Teams

Leading Effective

Organizations

Exposure and Assignments

Coaching

High Potential Development


Senior Leader Accountability


Promotable Seasoned Pro Hold in Place Too New Manage Out

Track Key Metrics

Results • 90+% of positions with strong back-ups

• 95+% retention of top performers

Process • Development plans in place for all leaders

• 100% of low performers on improvement plans

15


Flowers Foods Case Study

16 Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.

Flowers Foods Overview

• Flowers Foods is the nation’s second largest baking company with proven growth strategies and a culture of excellence

• NYSE: FLO IPO 1968, NYSE since 1982 • Founded in 1919 • Headquartered in Thomasville, GA • 9,950 associates • 4,850 DSD territories with access to more than 70% of U.S.

population • 44 highly efficient bakeries • 2011 sales growth of 7.8% to $2.8B • Annualized sales of approximately $3B


Background

• Flowers Foods has a long history and tradition of developing great leaders

• Demonstrated by our promote from within philosophy

• Needed to move from informal to a more formal leadership development process

• Growth requires a scalable and consistent process to continue our tradition of leadership development

• Used available leadership development processes and tools to help ensure success


Evolution of Leadership Development in Flowers Foods

Launched leadership

development bench

process with Top Team

Launched leadership

development bench

process with Key

Executives

Launched program to

Plant Presidents and Vice

Presidents

Launched program to Department

Heads

Continued program to

High Potentials

and introduced technology

Talent Management

full automation strategy and

actions

2007 2008 2010 2011 2012 2013


Aligning Succession Planning with Business Imperatives

20

• Strategic Leadership • Achieving Results • Personal Leadership • Interpersonal Skills • Personal Capabilities • Team Effectiveness

Examples

Focus on the needs of retail customers

Develop brand strength and products that meet consumers’ and customers’ needs

Invest in facilities and people

Grow through acquisitions

Encourage an atmosphere that builds teamwork and embraces diversity

To increase the value of

the company

Vision

Strategic Objectives Leadership Competencies

Guiding Principles

Examples • Quality

• Service

• Excellence


Leadership Bench Process

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Business Buy-in

Competency Requirements

Participant Selection

Assessment and Feedback

Development Planning

Coaching and Assignments


Lessons Learned

• Business owns talent management, not HR

• Continually evolves, not a point in time

• Buy-in from executive team essential to success

• Important to pick the right competencies

• Technology enables success

• Development planning and coaching important to drive leadership changes


Wrap-up

• HR can get their “seat at the table” with a compelling business proposition

• Seek out best practice companies and learn what they are doing

• Start out small with some wins and expand

• Employ technology to enable the talent management process

23


Where to begin……

Future state – What does your business plan require in terms of

numbers of new leaders and types of leaders? What happens in an emergency?

Current state – What do you really have on your bench? How are they getting groomed and prepared to lead? What are your successes and key challenges?

Game plan – What 4-5 specific actions steps, timelines and

accountabilities will protect the assets of your company?


Application

1. What is the key learning point (or points) for you from this session?

2. What are your initial ideas regarding fit and implementation issues?

3. What are your first thoughts relating to the risk and rewards of this effort?

4. What are the next steps for you to take?


Contact Us

Please provide feedback, suggestions, and questions.

Dave Brookmire, Ph.D. 404-593-5001

[email protected]

Don Thriffiley, SPHR 229-227-2260

[email protected]


mailto:[email protected]

mailto:[email protected]

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